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Achieving Gender Parity: Overcoming Male Culture and Embracing Inclusion

This paper explores the challenges of achieving gender parity in leadership roles and provides strategies to overcome an entrenched male culture. It emphasizes the importance of conscious inclusion, trust, and flexibility in creating a more diverse and equitable workplace. The paper also highlights the need for organizations to focus on individual performance rather than presenteeism and provides recommendations for measuring success in the future.

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Achieving Gender Parity: Overcoming Male Culture and Embracing Inclusion

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  1. Mara Swan ManpowerGroup Executive Vice President, Global Strategy and Talent Integration from: ‘Millenials’ MPG Paper ‘Talk the talk’ RM Paper

  2. Mission Unaccomplished Proportion of women in senior leadership roles 20% 19% 24% 21% 24% 24% 24% 2011 2012 2004* 2009 2007 2013 2014 *Did not include China or Brazil Source: Grant Thornton IBR 2014

  3. Australia: Making Slow Progress 36 th Australia Female Political Empowerment: Australia ranks on Global Gender Gap 30.5% Females in 2015 Federal parliament positions 16.7% Females in 2015 Federal government ministers positions 25% Females in 2015 Federal government cabinet ministers positions under new Prime Minister Malcolm Turnbull Australian Bureau of Labor Statistics (2015) Gender Indicators & Leadership Roles WEF Global Gender Gap Index 2015

  4. ManpowerGroup: Workforce Experts

  5. What Else is Driving This? DEMOGRAPHICS RISE OF CUSTOMER SOPHISTICATION The Talent Mismatch is deepening as the working age population declines and the nature of work changes. Rising Customer Sophistication requires businesses to deliver greater value and efficiency. World of Work Trends INDIVIDUAL CHOICE TECHNOLOGICAL REVOLUTIONS Individual Choice will be exercised by those with in-demand skills. The Rise of Voice means business must take note of external social forces. Technological Revolutions have the power to change where, when and how we work. The rate of change is unprecedented.

  6. Taking a Look at Ourselves

  7. What Will It Take to Reach the Tipping Point?

  8. We Engaged Leaders 25countries (Australia, Belgium, Bulgaria, Brazil, Canada, China, France, Germany, Greece, India, Israel, Italy, Japan, Malaysia, Mexico, New Zealand, Netherlands, Norway, Poland, Singapore, South Africa, Sweden, U.A.E, U.K., U.S.) 72ManpowerGroup Emerging and Established leaders 85% of global revenue Phase 1 526,000total employees represented 150External Emerging and Established leaders Phase 2

  9. What We Found ACCOUNTABILITY One Size Fits One Talent legacy SPONSORS CEO Level, not tilted playing field Gender parity MILLENNIALS CONSCIOUS INCLUSION POWER Talent ONE LIFE PRESENTEEISM VS. PERFORMANCE Career waves Established Female Leaders WOMEN LEADERS Human potential RELATIONSHIPS & NETWORKING Flexibility CULTURE ENTRENCHED Walk the talk HR MALE CULTURE LEADERSHIP PINK GHETTOS

  10. Millennials - Will They Really Make It Happen? HOW MANY YEARSTO ACHIEVEGENDER PARITY?

  11. Gender and Generational Differences

  12. Gender and Generational Differences

  13. Asia Pacific is optimistic; have Euro Leaders lost faith?

  14. Overcoming an Entrenched Male Culture MEN Assertive Leader Networker Innovative Boss Tough Conceptual Strategic Empathetic Authoritative Persuasive WOMEN Aggressive Manager Gossipy Idealistic Bossy Pushy Dreamer Unrealistic Emotional Overbearing Argumentative

  15. Supporting Women Into Leadership

  16. Millennials Want One Life ONE LIFE The integration of work and home and the flexibility to manage both. The choice to make the right work home blend, at the right time

  17. Seven Steps to Conscious Inclusion

  18. What Will It Take to Reach the Tipping Point?

  19. “Women hold up half the sky.” -Mao Zedong

  20. What are these male standards? Old cultural approach to women(hiring, training and developement) Tendences to adresswomen to lowprofileroles and activities Male protectionism of positions and carriers Superficiallistening to women’sspeach Consideration of some activitiesasonly ‘for man’ in particular in p&l management Whattype of behaviours are winningfactors for careeeradvancement to top ranks and success in the role? Disruption, be different from whatis an old cultural trusted idea Trust in womenas first and in gender parity Help womenas first Be yourself Do not imitate Real flexibility Demonstrate to be learnable Strong and consistent performances Do notcomplainaboutfemale situation Strong reputation with network effects Delegationprocess Declarerealinterests, ambitions and achievement In your opinion, howcould performance be measured in future? Beforeall, weneed a differentapproach in general peoplestrategy Focus on performances and notpresenteism Consistency of successionplan and training activities and result Take in to account personal branding and networking Real allignement of personal skills and declared set of organizationalcompetences for the future

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